 |
Even the occasional stumble isn’t really a mistake; it’s a low-cost lesson in how to pick better next time. But when an organization’s destiny hinges on a single hire, everything changes.
|
199 |
 |
Organizations foolishly talk themselves into hiring people with great talent, but not the right talent.
|
200 |
 |
Letting someone into an organization is like adopting a child and welcoming them into your home.
|
28 |
 |
The hiring success rate of managers has long been estimated at just 50%, which completely squares with the uncertainty involved.
|
31 |
 |
How much can you know about whether a new hire will work out before they’ve actually done the job for a while?
|
31 |
 |
…great hires should not only be better than the CEO and management team; they should also differ from them.
|
071 |
 |
If there’s one thing a CEO must do, it’s hire managers who are better than she is. If there is one thing mangers must do, it’s hire employees who are better than they are.
|
072 |
 |
If you wait until you have the perfect product or person, it may be too late.
|
073 |
 |
…when it comes to great people, it’s always a seller’s market. Always.
|
079 |
 |
The most dangerous time in the hiring process is after someone has given notice at her previous organization and hasn’t yet started at yours.
|
080 |
